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May/June 2010
GOING INTERNATIONAL: A PRACTICAL, COMPREHENSIVE TEMPLATE FOR ESTABLISHING A FOOTPRINT IN FOREIGN MARKETS
by Qamar Rizvi
Companies that have been tentative or anxious about setting up in international markets will feel more confident and informed once they read the detailed road map in this article.
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March/April 2010
JOSEPH STIGLITZ ON FREEFALL
by Stephen Bernhut
The Nobel laureate discusses the financial meltdown, the prospects for recovery, the role of government and the Fed. And his new book, Freefall.
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March/April 2010
THE ECONOMY: ASKING THE RIGHT QUESTIONS
by John S. McCallum
tbd
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March/April 2010
MITIGATING THE RISK: PRACTICAL STEPS FOR EXPANDING YOUR BUSINESS ABROAD
by Carol Stephenson
tbd
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January/February 2010
IN CHINA, IT’S NOT JUST ABOUT THE ECONOMY. WILL CANADA GET IT?
by Yuen Pau Woo
Boosting domestic demand, now the top priority for the Chinese authorities, means enormous opportunities for Canadians, businesspeople or not.
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January/February 2010
THE EMERGING MARKET TO EMERGING MARKET OPPORTUNITY: ARE YOU READY TO PLAY?
by Niraj Dawar
How North American firms can capitalize on the newest trend in Asian trade, one that is seeing Asia Pacific countries buying and selling more and more to each other.
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January/February 2010
CHINA IS UNDERGOING A TRANSFORMATION…YET AGAIN.
by Andrew Delios
by Xufei Ma
A lack of transparency and a weak regulatory regime are preventing Foreign Direct Investment in China from growing. Readers will learn what Chinese authorities need to do for FDI to grow.
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January/February 2010
THE PASSAGE TO INDIA: IVEY PAVES THE WAY WITH NEW PARTNERSHIPS
by Carol Stephenson
The passage to India: Ivey paves the way with new partnerships
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July/August 2009
THE GREAT GAME: HOW GLOBALIZATION CHANGES THE MANAGERIAL MINDSET
by Charles McMillan
"Think global" is a message that numerous countries, companies and managers have heeded. Canada, however, has remained mostly a North American-centric country. Herewith a blueprint for changing mindsets in Canadian business - and for transforming everything from business strategy to management education.
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May/June 2009
THE ORIGINS OF GLOBALIZATION: A CANADIAN PERSPECTIVE
by Karl Moore
by David Lewis
The past can inform the present, which is why Canada can learn valuable lessons from the habits of highly successful trading nations of a long time ago.
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March/April 2009
FROM SUBSISTENCE MARKETPLACES TO SUSTAINABLE MARKETPLACES: A BOTTOM-UP PERSPECTIVE ON THE ROLE OF BUSINESS IN POVERTY ALLEVIATION
by Madhubalan Viswanathan
by Srinivas Sridharan
Enfranchising the poor is an important goal for many businesses, but there is a right way and a wrong way to achieve this goal. Making sure that the change will be sustainable is the right way.
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March/April 2009
THE GREAT DEPRESSION – NOT
by John S. McCallum
We interrupt this recession to bring you an important - and dare we say, welcome - announcement: We are not entering a depression.
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March/April 2009
CANADIAN WOMEN ENTREPRENEURS: PIONEERS OF NEW FRONTIERS
by Carol Stephenson
Canadian women entrepreneurs can usher in a new era of prosperity for our country.
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March/April 2009
CHAPTER 12: WHAT WILL WE HAVE LEARNED?
by Stephen Bernhut
Chapter 12: What will we have learned?
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November/December 2008
HOW TO MEET CHINA'S COST INNOVATION CHALLENGE
by Peter Williamson
by Ming Zeng
Chinese companies are leaving the price wars behind. They're moving up the value chain and Western managers will need to learn how to meet the new challenge.
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November/December 2008
DECONSTRUCTING “STUPIDITY”: WHY SMART PEOPLE OFTEN DO STUPID THINGS
by Jeffrey Gandz
What can we learn from the collapse of financial markets? For one thing, it's not about greed. For another, it's about... well, just read the article.
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September/October 2008
THE GROWING POWER OF EMERGING MARKET ECONOMIES AND ITS IMPACT ON INVESTMENT IN CANADA
by Larry Wynant
The growing power of emerging market economies and its impact on investment in Canada
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September/October 2008
REVERSING THE TIDE IN CANADIAN MANUFACTURING
by Chris Piper
A hard rain may continue to fall on Canadian manufacturers, but adopting and rigorously following certain best practices may bring one very big change in the weather.
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September/October 2008
CREATING GLOBALLY COMPETITIVE CANADIAN MANUFACTURING ENTERPRISES: ROLLING OUT THE 9 C'S OF INTERNATIONAL BUSINESS ON CANADA'S SHOP FLOORS
by William C.T. Polushin
by Karl Moore
Learning how to become more competitive in the global environment of business must become a priority for Canadian business. The learning begins with this helpful article.
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May/June 2008
HOW TO MEET CHINA'S COST INNOVATION CHALLENGE
by Peter Williamson
by Ming Zeng
It's a competitor's notion of the perfect storm - low-cost and value-added provider. These authors have valuable advice to help managers weather the storm.
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March/April 2008
BACK TO THE PRESENT: THE DERIVATIVES AND ASSET-BACKED SECURITIES MESS; SOUND ADVICE FROM 1995
by John S. McCallum
Our regular contributor goes back to the future to find that the same culprits are rattling today's credit markets.
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January/February 2008
GLOBALIZATION IS AN OPTION NOT AN IMPERATIVE. OR, WHY THE WORLD IS NOT FLAT.
by Pankaj Ghemawat
Contrary to the prevailing opinion, some companies do not have to globalize their operations. This article provides managers with a tool for assessing the option.
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January/February 2008
AN INTERVIEW WITH JEFFREY SACHS
by Stephen Bernhut
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November/December 2007
THREE GENERATIONS OF CHINESE ENTREPRENEURS: WILL THE THIRD GENERATION BE AS SUCCESSFUL?
by Bing Xiang
by Bing-Sheng Teng
The torch has been passed to the third generation of Chinese entrepreneurs, who must adapt to a changed global playing field if they are to keep alive the tradition of success.
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November/December 2007
BUYER-SUPPLIER RELATIONSHIPS IN THE CHANGING ROMANIAN ECONOMY
by Ioan Plaias
by Anca Muresan
Best practices have yet to emerge but supply-chain players in this former state-run economy are working hard to establish transparency, loyalty and professionalism.
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September/October 2007
HIRING OR TRANSFERRING A GLBT EMPLOYEE AROUND THE WORLD: GLOBAL IS LOCAL
by Brad Salavich
Managers placing gay and lesbian employees around the world must now be acutely aware of and respect the cultural norms in the respective countries.
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September/October 2007
BUSINESS PRACTICES IN CHINA AND INDIA
by Niraj Dawar
Companies in China and India are tearing a page out of the playbook of North American and European companies. So long low-cost provider, hello brand and market leader.
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May/June 2007
DOING BUSINESS IN INDIA: CAVEAT VENDITOR
by Rajesh Kumar
India may indeed be as hot as China when it comes to business opportunities. However, managers must walk before they can run and learn how to do business in a strange land.
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May/June 2007
THE NEED FOR REFORMS IN CHINESE MARKETING EDUCATION
by Kunal Basu
by Guo-qing Guo
Westerners hoping to hire Chinese marketers should know what sort of education those marketers have received.
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May/June 2007
GLOBAL LOGISTICS: ARE CANADIAN FIRMS COMPETITIVE?
by David Chan
by Charles McMillan
Canadian firms need to start designing supply chains that incorporate and reflect the realities of doing business around the world, not just in Canada.
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January/February 2007
GLOBALIZATION RESTRICTED: THE CANADIAN FINANCIAL SYSTEM AND PUBLIC POLICY
by James L. Darroch
by Charles McMillan
Public policy in Canada may create a winning environment for Canadian banks, but that policy's weakness is exposed when these banks try to compete on a global stage.
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January/February 2006
GLOBAL INTEGRATION AND THE PERFORMANCE OF MULTINATIONALS’ SUBSIDIARIES IN EMERGING MARKETS
by Roger (Rongxin) Chen
by Mark V. Cannice
The home office may exert tight control over subsidiaries far and wide - or it may not. These authors report the consequences of either management policy
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January/February 2006
…CHINA: TO GO OR NOT TO GO
by Paul W. Beamish
The rush to set up business operations in China is showing no signs of abating. But China, with its enacted but not always enforced laws, clogged supply lines, and a short supply of professional managers, may not be for everyone. Ivey Professor Paul Beamish, one of North America's leading Asian scholars, recently asked dozens of executives inside and outside China why some companies do not or should not go there. Their responses and Professor Beamish's own research are the basis for his comments below.
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November/December 2005
KNOWING THE BUSINESS ENVIRONMENT: THE USE OF NON-MARKET-BASED STRATEGIES IN CHINESE LOCAL FIRMS
by Mingfang Li
by Haiwei Zhou
When in China, Western managers would do well to understand the sometimes-intricate relationships that Chinese firms have with the government.
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May/June 2005
HOW TO SUCCEED IN THE NEW CHINA
by Peter J. Williamson
by Ming Zeng
In China, more than the rules of the game have changed the way business is done. As managers will find, they're no longer competing against compatriot or other foreign companies but rather those that are Made in China.
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May/June 2005
FEELING THE STONES ON THE RIVER BED: PROSPECTS AND IMPLICATIONS FOR CHINA’S ENTRY INTO THE WORLD OF GLOBAL COMPETITION
by Gordon Redding
Aphorisms or poetry won't ennoble the struggle to establish a footprint in China. However, this excellent article will equip managers with a necessary and very critical understanding of the Chinese business environment.
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May/June 2005
CHINESE PROFESSIONAL MANAGERS AND THE ISSUE OF ETHICAL BEHAVIOUR
by Roger (Rongxin) Chen
by Chia-Pei Chen
There are no whistle blowers or governance watchdogs in China, which is why the risk of getting caught is not much of a risk at all. Caveat investor.
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May/June 2005
THE CRITICAL ROLE OF BUSINESS GROUPS IN CHINA
by Xufei Ma
by Jane W. Lu
Qiyejituan, business groups in China, are as prevalent and powerful as the chaebol and keiretsu in Korea and Japan. Foreign managers will find this article an excellent primer on doing business with the qiyejituan.
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May/June 2005
JAPANESE EXPANSION IN CHINA: A CAUTIONARY TALE
by Ruihua Joy Jiang
by Paul W. Beamish
Opportunities abound in China but that optimism should be tempered by caution: Look and learn before you get caught up in the wave of enthusiasm and expansion.
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May/June 2005
THE BUSINESS OF DOING BUSINESS WITH CHINA: AN AMBASSADOR REFLECTS
by Joseph Caron
Perspective is important when entering China and one of the most informed and balanced perspectives is offered here by the Canadian Ambassador to the People's Republic of China.
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May/June 2005
IN CHINA: THE IMPORTANCE OF MANAGING RELATIONSHIPS DYNAMICALLY
by Donald N. Sull
Once in China, managers and entrepreneurs must not only select good partners and craft solid deals but also manage relationships as they evolve over time. Here's (part of) a book on how to do it. See article for free book offer
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May/June 2005
FROM THE DEAN
by Carol Stephenson
Taking the Time to Get It Right in China
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May/June 2005
IN CHINA, THE POSSIBILITIES ARE INFINITE
by Stephen Bernhut
In China, the possibilities are infinite
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March/April 2005
CHANGING PATTERNS IN JAPANESE INVESTMENT IN CANADA
by Anthony Goerzen
by Paul W. Beamish
A once-important but declining trading relationship is being revived thanks to a newfound political will and an appreciation of Canada's educated, skilled workforce.
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March/April 2005
MANAGING GLOBAL RISK TO SEIZE COMPETITIVE ADVANTAGE
by Paul A. Laudicina
Managing risk is an imperative, but how does a business leader do it, given the swirling forces of globalization, social activism and demographic change?
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March/April 2005
NEGOTIATING WITH THE COMPLEX, IMAGINATIVE INDIAN
by Rajesh Kumar
The dictum that "time means money" has little currency in India, where a nine o'clock meeting may take place at nine - or three or six o'clock. Recognizing such cultural differences will help the North American manager immensely.
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March/April 2005
THE TOP TEN WAYS THAT CULTURE CAN AFFECT INTERNATIONAL NEGOTIATIONS
by Jeswald W. Salacuse
Measurements and electrical requirements are important, but when going abroad don't leave home without learning the customs and cultures of the countries you'll visit.
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March/April 2005
IN SEARCH OF FUTURE LEADERS: MANAGING THE GLOBAL TALENT PIPELINE
by Dianne Jacobs
International competitiveness is based on several things, not the least important of which is the absolute necessity to develop and manage an international talent pipeline.
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March/April 2005
GLOBAL TRADE: IS REGIONALISM KILLING THE WORLD TRADE ORGANIZATION?
by Lawrence L. Herman
Some countries, those in one region, for example, are bypassing the World Trade Organization to set up their own trade order. Here's the good and the bad of it.
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March/April 2005
FROM THE DEAN
by Carol Stephenson
The Inevitability of Doing Business With China
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September/October 2004
NEGOTIATING: THE TOP TEN WAYS THAT CULTURE CAN AFFECT YOUR NEGOTIATION
by Jeswald W. Salacuse
When it comes to negotiating with businesspeople around the world, knowing your opposite's culture is as important as understanding his or her goals.
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November/December 2002
THE NEW ECONOMY: WHERE TO FROM HERE, AND WHAT TO DO ABOUT IT
by John S. McCallum
The economic picture is brightening a little, at least in Canada, but, says regular contributor John McCallum, the sun isn't likely to break through anytime soon. In fact, we're likely to take a few steps back before a recovery becomes fully entrenched.
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September/October 2002
DOING BUSINESS IN CHINA: A CAUTIONARY TALE
by Gregg Buchanan
As these entrepreneurs discovered, things are not always what they seem to be, even if one of those things is the rule of law.
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September/October 2002
THE CANADIAN DOLLAR: WHAT BUSINESS NEEDS
by John S. McCallum
To dollarize or not to dollarize?
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November/December 2001
HEMISPHERIC FREE TRADE: SOME IMPORTANT IMPLICATIONS FOR CANADA
by N Strizzi
Instability and uncertainty are likely to prevail in the coming years. It's unlikely that Canadian investors' appetite for risk will also prevail
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September/October 2001
AN INTERVIEW: N.R. NARAYANA MURTHY, CHAIRMAN AND CEO, INFOSYS TECHNOLOGIES
by Stephen Bernhut
Infosys is one of Asia's - and India's - greatest success stories, and one of the main reasons for its success is the astuteness and brilliance of Chairman and CEO N.R. Narayana Murthy. Mr. Murthy is one of seven men who pooled individual contributions of $250 to found the software giant. In this wide-ranging interview, he discusses the key factors in Infosys' dramatic rise to the front ranks of software developers. These include the Indian government's liberalization of the business environment in the early 1990s, the presence of an educated, entrepreneurial class, and the desire to be the global best of the breed in a particular field.
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September/October 2001
BUILDING ORGANIZATIONS AROUND THE GLOBAL CUSTOMER
by Jay Galbraith
The phenomenon of the global customer is growing in importance every day and so too is the global-customer-centric organization. Yet many companies, especially those designed according to function, country and business unit, are having difficulty re-designing and aligning their structure with the needs of the global customer. This widely published author discusses the challenge that an organization faces in creating and adding a global customer dimension. He identifies the capabilities a company needs to respond to the global customer, and discusses how to build those capabilities the company has already.
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September/October 2001
GLOBALIZATION AND ITS DISCONTENTS: THE ARRIVAL OF TRIPLE BOTTOM-LINEREPORTING
by Mel Wilson
by R Lombardi
Awareness of the social environment impact of large corporations is growing, leading to even more vocal demands for greater transparency and disclosure. These demands have broadened the definition of accountability, from one that is based only on profit to one that demonstrates positive, sustainable economic, environmental and social performance over the long term. This approach to reporting performance has come to be called triple-bottom-line. However, as these co-authors point out, the methods for measuring and reporting must be consistent if they are to be accurate and useful. In this article, they analyze this new approach to performance measurement and offer several best-practice examples that can serve as models for any company.
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September/October 2001
THE NEW ECONOMY: PREPARING FOR A SLOWDOWN: A REVISIT
by John S. McCallum
Regular contributor John McCallum saw it coming. One year ago, in the September/October Ivey Business Journal, the University of Manitoba economist told executives how to steel themselves against the coming meltdown. In this revisit, Professor McCallum is anything but optimistic, and he again urges executives to remain firm and not be seduced by the belief that there will be a quick return to heady days of 1999 and 2000. "Think hard before you let this rosy outlook dictate how you run your enterprise, he urges readers. 'There are too many issues for my comfort."
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September/October 2001
STRATEGIC ALLIANCES: THE RIGHT WAY TO COMPETE IN THE 21ST CENTURY
by M Gonzalez
Regardless of the industry or type of business, strategic alliances are the best way for a company to compete and succeed in today's networked economy. But building a strategic alliance and making it work are not easy. As this consultant and former financial services executive points out, partnering well is a key core competence and it is one that needs to be developed. In the article, the author describes the principles for developing that competence. She also describes some of the risks and benefits that a company will derive from entering into a strategic alliance in today's dynamic and complex business environment.
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September/October 2001
THE WORLD TRADE ORGANIZATION: ON THE ROAD TO DOHA
by Lawrence L. Herman
Nothing less than trying to reach a consensus on a new round of trade negotiations is at stake at the WTO's next ministerial in Doha, Qatar in November. It is a tall challenge, given that trade fatigue has set in among most of the countries who will gather in the Persian Gulf country. But, as this trade lawyer points out, the business community has an obvious and direct interest in a healthy, energetic WTO, since the organization will set the rules of international trade for years to come. Any executive then, would do well to read this article, as the author tries to make the workings of one of the world's most Byzantine bureaucracies clear, and its thinking, if only relatively, rather straightforward.
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September/October 2001
THE MYTHS OF GLOBALIZATION
by A Rugman
by K Moore
Much of the discussion about globalization has missed a very important point, these co-authors claim, and seeing this point and understanding it are critical if executives are to really grasp what globalization is all about. The co-authors write that far from a single, global market, most trade takes place within regional blocks or clusters. Trade activity effectively occurs in the triad of North America, the European Union and Japan, and an approach based on national or regional realities, not global ones, will make the most sense for companies. The authors have ample evidence to substantiate their argument and they suggest what executives can do to counter and manage despite the widely propagated myth of globalization.
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September/October 2001
BUSINESSES ARE HELPING TO OVERCOME GLOBAL POVERTY
by N Stern
The facts today point to a decline in global poverty and to the reality that global economic development is working. These positive developments are due to policies pursued by both public organizations and the international business community. But as the Chief Economist of the World Banks says, business can do even more to help the world's poorest countries. For example, debt relief by itself is hypocritical unless markets in rich countries accept products from poorer countries. Rich countries should lift, once and for all, the trade barriers and subsidies that prevent products from developing countries from reaching their markets. Businesses headquartered in rich countries should also encourage their governments to honour the commitment to devote 0.7 per cent of their annual GNP to overseas aid. These and other suggestions are the core of this article that calls on business to step up its fight against poverty around the world.
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September/October 2000
KOREA'S ECONOMY OPEN'S UP
by O. Yul Kwon
Once closed and protected, the Korean economy is now open and transparent, thanks to a government that has recognized that major changes had to be made. For Canadian companies, it is now easier to do business in Korea. At the same time, however, it is also more competitive. As the author points out, companies would do well to understand just how the Korean economy works.
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